Currently Director at OMERS Ventures. Previously founder of Influitive. Employee at Microsoft, Reactivity, Trilogy. I am an angel investor in StreetContxt, Send With Us, Upverter, AnalyzeRE, Maintenance Assistant. I am an advisor to GetGifted and others.
I love emerging technology. I love the emergent customer behaviours and business modes that new technologies enable. I focus on early customer acquisition and growth. This manifests with product, marketing, sales, and development.
Focus on marketing, customer segmentation, customer acquisition, product development and metrics. No nonsense advice about corporate structure, product teams, relationship between product, engineering, marketing, sales, etc.
Brutally honest. To a fault.

"it would be to start your transaction fees higher than 10 percent. I understand that companies start here to deter competition and provide a better deal for suppliers. But imagine having to build a business that completes $1 billion in annual transactions within five years in order to build a $100 million top-line business. Start much higher than 10 percent. You can move down eventually, but you cannot move up"

And Bill Gurley's "All Markets are not created equal - 10 factors to consider when evaluating marketplaces"

There are a lot of tools designed to help "sketch" business ideas and business models. You need to be able to define and refine your ideas with a pencil and paper at the best. Other tools like Business Model Generation are great at sketching and documenting business model assumptions. I'm a huge fan of Bill Buxton's Sketching User Experiences and you can find his talks at http://www.billbuxton.com/#talk

It depends. The length of time a company has been incorporated has very little to do with the value or contribution to value creation. If there has been a third-party valuation event, things change. But if you're still slogging away and this person is a key hire to moving to the next stage, it's probably more.

Both of these articles include distributions of bringing on talent post Series A (raised from an institutional investor). If you've raised this capital, you should be thinking 0.5%-1.5% for a senior developer. If you haven't, it might be higher like 10-15% or more, i.e., are they really a cofounder...

There are some structural issues that are unrelated to your company. Many venture funds have limited partnership agreements that restrict the geographies of their investment. You'll often see that many venture firms create geographic specific funds, ala, Sequoia which has funds in the US, Israel and China see http://techcrunch.com/2012/12/17/sequoia-raises-700m-for-global-growth-fund/ for more details. It does depends on the specifics of the specific fund. There are funds like 500startups that have been looking specifically at Latin America and South America as regions of growth for investment.

Looking towards individual angel investors maybe easier. Using tools like AngelList http://angel.co/ access to both accredited and non-accredited investors that can help you raise funding.

At different stages of corporate development you can convey different levels of traction. Early, it is about vision and the ability to build a team and early product. But the story needs to evolve. If you are still talking about vision after 4 months, you should go back to the drawing board.

I like giving them "status" on the site or in the app. This is things like "Mayorships" in Foursquare or "Verified" on Twitter. The goal is to create a simple, exposed way that people can earn status. (This is similar to the "LinkedIn Connections game" that was played back in the day, you have to get to 500 connections but you don't want to be the person with their email address in their Name).

It depends. You do different things for an enterprise product than you do for a consumer product. Beta is not just a flash in the pan moment. You are trying to gather different feedback from users with varying levels of risk and reward. Gathering feedback is key. You need to make sure that you have an engagement and feedback process that is very explicit. Participants might choose to not participate which is ok if you app is well instrumented. But it probably means the CEO/Founder is dialing and smiling to talk to every single user and gather their input.

2. Phase 2 - Private, Highly Segmented
Segment the hell out of your audience. You only want people that are part of your primary segment and that are very early adopters. Make sure to slowly invite more people.

3. Phase 3 - Targeted but Open
You may be able to test the virality of you customer acquisition. Most of these users won't provide real feedback. You can test your acquisition, virality, fall out points, messaging, etc.